Eight tactics can help change agents deal with resistance to change. Communication is more important than ever in times of change. Changes are most effective when an organization communicates a rationale that balances the interests of various stakeholders (shareholders, employees, community). Assuming participants have the expertise to make a meaningful contribution, their involvement can reduce resistance, obtain commitment, and increase the quality of the change decision.

When managers or employees have low emotional commitment to change, they resist it and favor the status quo. Employees are also more accepting of changes when they are committed to the organization as a whole. People are more willing to accept changes if they trust the managers implementing them and see them as legitimate. One way organizations can minimize negative impact is to make sure change is implemented fairly. Procedural fairness is especially important when employees perceive an outcome as negative.

Individuals who are emotionally stable, are willing to take risks, and are flexible in their behavior are more likely to accept change. Evidence shows organizations can facilitate change by selecting people predisposed to accept it. Last on the list of tactics is coercion, the application of direct threats or force on the resisters. Coercion is most effective when some force or pressure is enacted on at least some resisters.